The AAG Annual Meeting Revenue Flow

By Antoinette WinklerPrins, AAG Council Treasurer

This is the last message by outgoing 2024-2026 Council Treasurer Antoinette WinklerPrins. In her earlier series, she helped illuminate several financial dimensions of a professional organization such as the AAG. In this column, she shares a visualization of the income and expenses flow of the AAG’s Annual Meeting. Read previous columns.

We recently gathered for our annual meeting in San Francisco—a celebration of the broad and diverse community that geographers are. The annual meeting is a key activity for the organization and its members.  We had over 5,000 registrants and 1,200 sessions, with the majority being held in person, with a hybrid option for session organizers who opted in. Running a meeting is an expensive affair, and arrangements are usually made many years ahead of time, with some costs locked in while others are set at the time of the meeting.  This means that there can be inflationary pressures on costs, as there was this year.

The figure below illustrates the flow of the 2026 AAG Annual Meeting Revenue and Expenses—demonstrating the fixed and variable costs that must be accounted for.

The AAG operates on a break-even model for its annual meeting and sets its registration fee accordingly, but has to do so ahead of time without knowing precisely how many people will register, nor how some costs will change.

Annual Meeting variable expenses consist primarily of usage-based costs such as catering, certain hotel and facility fees, and audiovisual services—these are not fixed when the contract is signed, and depend on factors such as the number of registrants and number of sessions. The AAG contracts several meeting services, such as meeting and exhibit managers, decorators, childcare services, conference assistants, security, and service providers for conference participants who need accommodation. Staff capacity, insurance, and software technology fees are largely fixed costs that do not change based on the size of the meeting or the number of attendees.

The cost structure the AAG uses provides more flexibility and scalability—when attendance is strong, total expenses rise proportionally but are matched by increased registration and sponsorship revenue, enabling the organization to serve more participants without compromising the quality of the meeting experience. When attendance is smaller, costs decrease in areas like catering and certain service charges, though only to a limited extent since some baseline expenses remain fixed; even so, the meeting can be delivered efficiently while maintaining a consistent standard of value for attendees.

The AAG consistently works to control more costs to ensure that resources are used efficiently and that the meeting remains both financially sustainable and rewarding for attendees. While the AAG strives to conserve meeting expenses in the most efficient manner possible, inflationary pressures, such as those driven by tariffs impacting meeting-related costs and California sales and use taxes, presented a challenge this year.  The combination of planning and contracting ahead helped AAG absorb some of these costs.

We realize that it may feel that registration fees are high; the break-even model for pricing is meant to provide you with the services the membership has asked for and expects (refreshments and meals, hybrid options, childcare, and accommodations for disabilities, among others) and to assure that the meeting is a quality event and a positive experience for all.

Please feel free to reach out to me or Gary Langham, AAG’s Executive Director with questions, comments, or concerns. Send your comments and questions with the subject line “Treasurer’s Corner” to helloword@aag.org.